KR20020026587A - Structure and method of modeling integrated business and information technology frameworks and architecture in support of a business - Google Patents

Abstract

Business enterprise architecture 30 is divided into business architecture 32, information technology architecture 34, and enterprise management framework 36. Although business architecture 32 is the main driver of information technology architecture 34, information technology architecture 34 may also affect the configuration of business architecture 32. Enterprise management framework 36 allows for two architecture management. Framework tower 500 is built around the essential and essential components of enterprise architecture 30. The framework tower 500 consists of a plurality of planes representing the essential components of the enterprise architecture 30. The components of the framework tower 500 are strategic planning 41, business architecture 42, information architecture 44, application architecture 46, technology infrastructure architecture 48, and enterprise information technology management framework ( 49). Each component of the framework tower 500 addresses the people, processes, and technologies of the enterprise architecture 30 so that strategic technical planning, enterprise architecture definition, and iterative and effective information technology enabling solutions are performed and delivered to the business. Can be.

Description

STRUCTURE AND METHOD OF MODELING INTEGRATED BUSINESS AND INFORMATION TECHNOLOGY FRAMEWORKS AND ARCHITECTURE IN SUPPORT OF A BUSINESS}

In order for organizations to organize and make available business resources, there must be assessment, identification, organization, modulation, expansion and integration of business and information technology components. However, most companies lack a foundation from which strategic information technology planning can be derived and can be developed to deploy essential business and information technology components. Thus, the business cannot guarantee the successful information technology availability of cross-functional business processes to end-to-end activities. There is no underlying mechanism or frame in the information technology (hereinafter referred to as 'IT') industry that provides the fundamental integrated business and information technology reference models needed to define, construct, or evaluate an enterprise architecture. There is no common integration, adaptability or complete benchmark where business and information technology processes and requirements can be evaluated and developed. Thus, the underlying framework that enables the business architecture to derive the technical architecture and also directly affects the construction of the business architecture through enabling or providing new and inventive ways of doing business. It is desirable to provide the structure to the business.

FIELD OF THE INVENTION The present invention generally relates to business and information technology modeling techniques, and more particularly to integrated business and modeling structures and methods of business support information technology frameworks and architectures.

BRIEF DESCRIPTION OF DRAWINGS To understand the present invention and its advantages more clearly, the same reference numerals refer to the following detailed description together with the accompanying drawings in which like parts are represented.

1 illustrates a planning continuum representing intermediate steps from a business strategy for delivering information technology;

2 shows a planned continuum showing in more detail the inputs, outputs and their relationships;

3 shows a schematic block diagram of an enterprise architecture for a business and a schematic block diagram of a business and IT interrelationship;

4 illustrates a basic strategic information description plan frame component;

5 illustrates an enterprise strategy information technology planning framework tower model;

6 illustrates an operating environment model for a corporate business;

7 illustrates support and line functionality for enterprise business;

8 illustrates a logical business location map;

9 shows a geopolitical-structure diagram of a logical business location map;

10 illustrates information technology investment and expenditure profiles;

11 illustrates client information technology and industry spending benchmarks;

12 illustrates a corporate business with inputs and outputs and related entities;

13 illustrates a set of value streams of a business enterprise;

14 illustrates a value stream event model and corresponding metric;

15 shows a process architecture for the value stream of a business enterprise;

16 illustrates a value stream environment model;

17 shows a process workflow scenario model for a value stream;

18 illustrates enterprise information and data management frameworks and guidelines;

19 illustrates a business intelligence scenario;

20 illustrates geostructured components for the information architecture;

21 illustrates an information and data architecture data repository framework;

22 illustrates an information application portfolio and system integration metrics;

23 illustrates an example of a unified application architecture for value stream usage;

24 illustrates geostructured components for an application architecture;

25 illustrates an enterprise application software portfolio and system integration metrics;

26 shows an example of an application portfolio best practice recommendation;

27 illustrates a technical reference model, associated platform, and governance structure of policies and standards;

28 illustrates a logical location connection model;

29 illustrates logical location and logical software component metrics;

30 illustrates a logical location software deployment form;

FIG. 31 illustrates geostructured components for a technology infrastructure architecture; FIG.

32 illustrates an example of a technology infrastructure architecture best practice recommendation;

33 illustrates a system management business model;

34 illustrates an enterprise system management process model;

35 illustrates geostructured components for an information technology system management architecture;

36 illustrates integration metrics for the system management software portfolio;

37 illustrates geostructured components for an enterprise information technology management organization framework;

38 illustrates an enterprise information technology management organizational model;

39 illustrates a framework blueprint;

40 illustrates a strategic information technology planning blueprint;

41 illustrates how the blueprint guides the formation of target models;

42 illustrates a strategy for strategic information technology planning;

43 illustrates the configuration and implementation of a strategic information technology plan;

44 illustrates a strategic information technology framework workflow delivery scenario;

45 illustrates the components of a strategic information technology plan.

Strategic planning

Strategic plans provide context and guidance that drive the definition of business functions, processes, systems and organizations. It is the process of defining the vision, mission and long-term goals of the business and the strategy to achieve them. The strategic planning process determines the allocation of actions and resources to meet these objectives. The resulting strategic plan allows businesses to efficiently use their time, resources, intellectual property and costs, and the transition to how they do new business in their current state. Two enterprise planning processes are of primary concern here because of their direct correlation and mutual independence. One is the process of defining the mission and long-term goals of the business and the strategy to achieve them. The other is the process of creating the definitions of the frameworks and architectures that support the business, and the plans for implementing those frameworks and architectures. Although focused on IT planning, strategic business planning processes, business planning, are driven and should always be considered in the creation of a successful IT plan. Strategic IT Planning Framework Even if the tower is used, businesses have the appropriate strategic information framework to guide the appropriate technology direction needed to effectively implement the organization's business direction.

1 is a high level diagram illustrating a complete planning continuum 1000 from a business strategy to an IT solution through an IT strategy. IT planning is an integral part of this continuum. In today's dynamic business environment, it is important to make accurate and timely decisions about what technology to invest in, when changes occur, and what values are received by implementing new technology standards in your business. It is important to ensure these decisions, and IT strategic planning processes and deliverables need to be guided and guided by the business context in which the enterprise resides.

FIG. 2, mapped to the high level diagram of FIG. 1, illustrates the scope of business activity from business planning and process improvement to management of delivery and IT solutions to support business processes. The boxes on the left and right represent intellectual property in the form of models and templates. The process shown in the figure shows how activities and input / output are related to each other. The bar on the right side of the diagram represents the range of activities provided by the various organizations and approximates the strategic IT planning framework tower model. The enterprise strategic IT planning framework tower model, combined with a suite of IT planning services, bridges the gap between management consulting and delivery of IT solutions. Next, the concepts behind the enterprise strategic IT planning framework tower and the use of framework components to provide strategic IT planning are discussed.

In FIG. 2, planning continuum 1000 extends from management consulting 1002 to delivery 1006 via IT plan 1004. In the state of management consulting 1002, business planning and transformation 1008 includes a business context industry 1010, a common 1012 business model, and a business strategy, such as business transformation plan 1014, business planning and architecture 1016, And in response to another business strategy 1018. The information deployed during management consulting 1002 state is used to drive enterprise IS / IT development 1020 in IT plan 1004 state. Enterprise IS / IT strategy development 1020 responds to inputs from IS architecture industry 1022 and common 1024 models to drive enterprise IS / IT strategy 1026. From strategic development and their strategies, the enterprise IS / IT architecture definition 1028 is determined based on the IT architecture reference model 1030. The enterprise IS / IT architecture definition 1028 helps generate the transition plan 1032 and the enterprise IS / IT architecture 1034 to drive high level solution development 1036. High level solution development 1036 is based on solution model 1038 and brings a high level solution 1040 and a transition plan 1040 for their implementation. Once the high level solution 1040 has occurred, solution and service delivery 1044 is performed based on the component 1046 and the template 1048. The deliver includes the design 1050, the code 1052, and the application system 1054. Following delivery, a maintenance function is set for the deliverable.

Strategic IT Plan

Strategic IT planning is the process of modeling and defining the framework and architecture in support of the framework and architecture. Strategic IT plans are definitions, not assignments. A strategic IT plan is not a design system, but a database or network. The design and implementation work begins after the definition process is complete. Based on these conditions, the processes and architectures that define the framework and the conditions necessary for their use are disclosed. In order to transform initialization from an enterprise strategic business plan into manageable and implementable results, complexity is first broken down into manageable units. Second, architectures and frameworks are built to be used to model business and enable IT. Third, common languages are determined and used to relate to frameworks and architectures.

First, businesses are divided into manageable groups or components. The same can be done for an enterprise, such as an airplane can be broken down into separate parts using a bill of materials, which is a list of products and specifications described by their product elements, characteristics and sometimes assembly requirements. A decomposed enterprise needs to be defined so that it can be understood within the full context and the detailed context sufficient to be analyzed for change, sourcing and assembly-such as bills of airplane material. Not only do these possible conditions and organizations develop processes that convert from input to output, but also enable IT to better support the transformation.

Second, there is a need for an overall architecture to describe how all parts (or organizational components) are fixed together and how each part is related to each other. Thus, an enterprise's architecture is a true enabler of any activity, process or function. If no substantial architectural component is found in the enterprise (as specified in the outsourcing agreement), the related activities, processes and functions cannot be completed.

Finally, there must be a common language or way of communicating clear and concise terms that can be understood by all parties involved. One language is not a salesman, the other language is a back office, and the other is not in the IT person, but in one language that all understands and all other models and architectures are derived from. This common language is not the lowest common denominator, but rather makes a great advance in learning how to communicate with the object graphics model.

With these needs and using models developed in the enterprise, understanding and implementation of initialization can begin. In addition to providing boundaries, the enterprise model represents a common repository of data, information, and knowledge of the enterprise. Graphical representation accurately describes the enterprise under clear and concise terms. The scope of the model is four-dimensional, taking into account functional activities within the segment, cross-functional activities within the company, customer and provider activities, and final competitor activities such as "from time to market." This view and understanding enables IT to align with the enterprise and its goals and objectives.

From this model, the current state of the enterprise is analyzed so that the IT architecture, framework, and transition plans to the next state can be developed. Models reduce complexity by allowing businesses to break down into manageable and understandable units. From this decomposition efficiency and adaptability are designed and optimized by the enterprise. However, it should be understood that a single model or disassembled unit provides a "silver bullet" for the enterprise. Synthesis of information from integrated business and IT models provides a "link" that integrates the enterprise into a group, aligning the complete enterprise strategy with people, processes and technologies.

When providing a definition and structure to an enterprise, it is a principle that an uncomplicated "system" is optimal for all involved parties and has all the optimized functions. As a result, the development of an architecture or framework to control and limit architecture or complexity is a matter of coherence, balance, and depends on many factors and concerns. This is essential in the development of structures or architectures to build complex IT systems that support and enable a business. A system can be considered to be a set of other devices that are related or connected in this form to perform a unique function that cannot be performed by device alone. The most important and differentiating characteristic of the system is therefore the relationship between these devices. The definition of a system can basically be further refined and divided into two parts: a complex set that is not similar to a connection or related element or part so that the whole forms an organism, the whole being greater than the sum of the parts; That is, the system has attributes beyond those of individual parts. The purpose of building a system is to require the attributes provided by the whole. As mentioned previously, the essence of the system is relationships, interfaces, forms, matching and functions. Thus, the essence of architecture is structure, simplicity, promise, and balance. Without a reduction in complexity and uncertainty, control is challenged and must be reflected in the architecture.

The development of the architecture must of course be practical. There is a need to reduce the problem with sizes and structures that are feasible, valuable and feasible. The framework must be achievable. Experience provides a response to why there is a need for architecture and framework. Enterprises with inadequate, poorly defined, and undocumented architectures can result in high IT resource outlays and difficulty in accurately matching system components together. That is, part of the system does not match and satisfy the intended function. The architecture allows some of them to match and facilitates the integration and resolution of structural conflicts. The architecture defines the whole. Several problems arise when the number and properties of devices are taken so that a very complex interface with one subsystem left is not as long as a single input and output. In this case, the relationship between function and form is broken. Architecture, framework creation or structure takes order from disorder, establishes system relationships, and requires certain overall attributes.

In modeling business enterprises, IT architecture can best be understood as a top-down description of the structure of a system. Thus, the model can help to describe the structure. In this case, the model is the abstract that the participant thinks and hopes for the final system, and the environment is the same. By embedding large details of the internal structure, the model can communicate a wealth of information in the form of a simple set. For example, the model of the house can be quickly understood by all parties not only of its external shape but also of its electrical, weight, and heating system, its living space, and its environment. The best architecture is based on the complete submission of individual parts to the overall goal or function. The "form following function" is the main principle. Successful systems can be developed following an architecture driven by a function instead of a form. However, it should be noted that successful architectures are not created with such details that slow progress and inhibit innovation. If the architecture does not go beyond the definition, the builder has no choice or flexibility other than "print build". In other words, with too much detail, the system developer or implementer does not have the choice to refine or adjust the design to meet changing business environment demands or technological changes.

In most cases, simplifying existing and attempting to work together is not feasible and practical and does not meet the business needs of the organization. No builder or system developer can heal the basic concept of loophole. However, given the desired architectural foundation, success can be implemented and will only depend on the capabilities of the builders and engineers. As a result, enterprise models and IT architectures and frameworks can't be achieved without planning at all, and can hardly be implemented. Thus, a strategic IT plan is a success if anything can be accomplished in an orderly and efficient manner in support of the business needs of the enterprise.

The following points summarize the intent and value of corporate strategic IT planning.

An enterprise strategic IT plan and its implementation define the long-term goals for vision, mission, and IT and provide the framework and processes to align them with the business; Define the strategies for achieving them and the architecture that makes them possible. IT plans also provide context and guidance that drive the definition of a set of IT solutions for integrated business and IT systems (in support of business processes and functions), organizational structures, and products and services. The IT plan determines the actions and parameters for the allocation of resources to meet the goals. IT planning allows for careful priorities, planning, and efficient utilization of enterprise investments in time and resources.

Corporate framework

As noted above, strategic IT planning is the process of modeling and defining the architectures and frameworks that support the business, and creating the plans that meet those frameworks and architectures. It should be emphasized that a strategic IT plan is a definition, not a design. Therefore, in order to define an architecture and repeatable form that is consistent with all required IT frameworks and to present all necessary and appropriate components of a comprehensive enterprise IT plan, the framework and model plan should be defined and used.

Enterprise strategy The IT planning framework tower is the primary medium through which information in the architecture is communicated. The use of tower models that can be used to create strategic IT plans and technical architectures to support coordination of business needs, concepts behind model construction, and concepts of blueprints and work patterns are presented. The tower is the starting point for determining the context and the underlying components. It is necessary to construct strategic IT plans, enterprise architecture, and architectural components, and to enable IT solutions and strategies for the enterprise. The components and elements identified in the tower should be given due consideration to all business and technical components that planners need to effectively analyze and evaluate technical requirements, put them in the appropriate business context, and address and support business drivers and modernization requirements. Helps to guarantee.

In addition, the business can measure the current environment and initiation to ensure that the tower will work with and within a comprehensive framework for the design, engineering, acquisition, and deployment of technically feasible solutions that meet specific business objectives. Provide guidelines. A specification or "building code" for a technical component architecture is found in the technical policy that covers the management design guidelines of the standard. The tower blueprint defines a set of framework model components for the deliverable structure required, such as a strategic IT plan. The components of the framework specified in the blueprint are accessed using a variety of methodologies and techniques to produce ordered strategic IT plans, enterprise architecture, or other deliverables, and as a result, work patterns. It is the pattern of work in which the formulation and implementation of approaches, methodologies, processes, techniques, and tools to develop specific deliverables are determined and made. A pair of approaches and patterns of work convey the strategic IT plans and other relevant deliverables.

In order to develop a comprehensive enterprise strategic IT plan for the organization and the required enterprise architecture 30, two types of architectures, business architecture 32 and information technology 34, must be considered together, as shown in FIG. Considering the management of the two architectures, the combination of these two elements constitutes the enterprise architecture to include the enterprise management framework 36 as shown in FIG. Business architecture is the main driver for IT architecture, but IT architecture can also influence the composition of the business architecture by enabling or providing new and creative ways of doing business, such as the Internet.

In order to build a client-specific or unique corporate architecture and to ensure that all mandatory tenets, processes, components, and elements are presented and placed in the appropriate context, there must be a framework to act on. The framework is built on enterprise architecture and essential components and covers people, processes and technologies. Decomposition of the enterprise architecture may be presented by a model composed of six fundamental components 40 described in the scheme shown in FIG. 4. These components make up the enterprise architecture and include both business and IT architectures. Each plan presents the necessary components in the enterprise architecture 30 and should be addressed in a strategic IT plan. The intent of the plan is not to imply time-series flows, but to help identify and classify the required architectural components and their elements. However, it should be understood that there is a necessary relationship between components and components that is not described by this particular model.

For corporate strategic IT planning, corporate business, and IT architecture, each component of the framework contains the necessary elements (sub-components). Dealing with these elements not only makes each component complete, but also allows the framework to establish "strong connections" with other components. Components include everything necessary for completion on both the business and IT sides. Here is a high-level overview of the contents of the underlying components.

Strategic Planning (41)-Every company has six strategic plans: Corporate Planning, Product Planning, Financial Planning, Organizational Planning, Market Planning, and IT Planning. The plan provides context and guidelines that define the function, process, system, and organization of the business. Strategic business planning is the process of defining the mission and long-term goals for the business and the strategies for achieving them. IT plans define and guide the technical possibilities of business and related plans. These plans are a workable roadmap for the implementation and deployment of the plan.

Business Architecture (42)-Reflects an overview of what the business must do today as well as in the future to achieve specific business requirements. The business architecture defines the business organizational structure, IT investment and expenditure profile, functionality, business process architecture (value stream), workflow scenarios, and the enterprise operating environment in which the enterprise exists.

Information Architecture (44) —Indicates the need to pass information across the enterprise and to individuals to help them execute business processes and inform decisions. The plan includes information and data management frameworks and concepts, business intelligence component processes, a geo-structural overview of information specific technology deployments, and a portfolio of information application software.

Application Architecture 46-Supports business process execution (value stream possibilities) and brings information and data into the process. The application architecture defines the integration relationship with the application software portfolio. Application inputs and outputs are identified with an application geo-structural overview of the deployment. The guiding principles, standards, and design features support the acquisition as well as the development and integration of the application.

Technology Infrastructure Architecture (48)-Defines the IT components needed to access information and provides support for the execution of activities. This plan includes standards and policies or "building codes" for the technical infrastructure configuration. The plan includes the identification and overview of future earth-structured layouts with the characteristics of the target environment, IT platform requirements and features that provide the basis for the engineering blueprint.

Enterprise IT Management Architecture (49)-covers business and organizational management and service, IT system and network management of IT services and products to include safety as well as element management. This layer also includes the enterprise IT management, organizational skills, qualities, skills and performance models required to implement the desired culture and behavior.

5 shows the tower model 500 and shows the decomposition of the required components (pictured in gray) into the sub-plan. A sub-plan is an agreement that clearly describes the content of elements of a required component. For example, a business architecture typically includes an enterprise business operating environment, business support and line functions and organizational structures, an enterprise business framework of architecture, and a business process architecture (value stream) and workflow scenarios, followed by four sub-plans and It consists of these elements involved.

In FIG. 5, the tower model 500 includes the necessary components and their sub-plans. The strategic plan 41 component may be a strategic business and IT plan 502 sub-plan. The business architecture 42 may be a sub-plan for the enterprise business operating environment 504, the business support and line functions and organizational structure 506, the enterprise business architecture framework 508, and the enterprise process architecture and workflow scenarios 510. have. Information architecture 44 may include information / data management frameworks and concepts 512, business intelligence component processes 514, earth-structured component overview 516, and information application software portfolio 518 sub-plans. have. The application architecture (value stream possibilities), the geo-structured component overview 522, and the application software portfolio (system integration matrix) 524 sub-plan may be part of the application architecture 46. Standards and policies 526, local location software deployment overview 528, operational and system requirements and features 530, and geo-structural component overview 532 sub-planning may be included in the technology infrastructure architecture 48. The enterprise IT management framework (49) components include the IT system management framework (534), the IT system management district-structural component (536), the IT system management application software portfolio (538), and the enterprise IT management organization model (540). It may include.

The following describes how the Enterprise Strategic IT Planning Framework Tower Model is interpreted and subsequently used to create a strategic IT plan. The modeling of the enterprise through the development of a concise business process and the systematic process of the IT architecture model that supports the enterprise business architecture are described in each description of the tower model component. The enterprise business architecture is based on a framework consisting of a series of business process models that collectively integrate numerous business processes into a series of workflow activities called value streams. The value stream produces specific results for the customer based on business goals, objectives, critical success factors, and execution recipes.

The concept of strategic IT planning outlined in this section is based on the premise that there are six basic and essential enterprise architecture components for each enterprise. These six corporate architecture components are being developed to look at the strategic perspective of the business, identifying how and where related technologies should be applied during the business process. Architectural components are mutually supportive and intrinsically linked to model an enterprise. As mentioned above, the six essential architectural components shown in the enterprise strategic IT planning tower model of FIG. 5 are: strategic planning, business architecture, information architecture, application architecture, technology infrastructure architecture, and enterprise IT management framework. The concepts and rationale behind each of the architectural component planes of the Enterprise Strategic IT Planning Framework will be discussed and developed in the following sections.

The reference models included in each component layer are "icons" or symbols depicting the vast amount of content found in methodologies, processes, industry models, and intellectual property. The model itself is not as important as the content it contains. These models are really just a sample, and each company will change in depth and actual content. However, there are certain mandatory objects of each model that must be met and will be explained for each model.

Based on the framework tower, the strategic IT plan achieves the following IT plan objects. The organization's business architecture for aligning IT with the business will be described. An information architecture will be provided to build business information within the company or to build new business activities to compete in the market to manage operational needs and companies, perform economic analysis and develop business scenarios for expansion. Application architectures and efficiencies will be defined that enable and support business processes (value flows) and ensure that business operations within the company are fully integrated and optimized for efficiency. Information infrastructure architectures, applications, and enterprise IT system management architectures that support information will be developed. An integrated enterprise systems management approach and IT organization framework to ensure the reliability, availability, and service consistency of the organization's enterprise information systems supporting their business operations and services, including expansion to consumer partners and suppliers. Will be defined.

Strategic planning

Justice:

The strategic plan provides the background and guidance that leads to the definition of business functions, processes, systems and organizations. A strategic plan defines a wide range of objects and tasks for doing business and the strategies for achieving them. The strategic plan also determines the appropriate resource allocations and activities for strategic objects to effectively use the organization's assets in time and resources. Each strategic plan performs a specific useful function. Every company must have at least six basic types of strategic plans—business plans, production plans, financial plans, organizational plans, marketing plans, and IT plans.

purpose:

Strategy A business plan is the process of defining long term objects and missions for a business enterprise and the strategies to achieve them. Strategic IT plans define and guide the ITization of business-related plans. A viable roadmap for developing and implementing a strategic plan is generally found in business transformation plans (business planning) and IT change plans (strategic IT planning).

Element:

Business plan:

vision

Object

Key success factor

Business Strategy (Integrated)

Market segmentation

Products and services

Operating principle (guiding principle)

Distribution channel

Operation (management)

group

Science and technology strategy

Modernization screwdriver

Information Management Guidelines

Technical Guiding Principle

Financial strategy

Business transformation plan

Production Planning

Organization planning

Financial planning

Marketing plan:

External argument, driver

Industry Trends and "Best Practices"

Market analysis

Competitive analysis

Performance gap

Brand Positioning and Identity

Advertising and promotions

IT plan

Business background

Corporate IT architecture

Technology policy

Transition plan

Dependencies:

Strategic Business Plan:

Business Vision Statement

Business goals and objects

Key success factor

Science and technology modernization drivers

Business performance metrics

Business Information Management Guidelines

Business Intelligence Guidelines

Business operation principle

Logical business organizational structure

Rationale:

The strategic plan provides the background and guidance that drives the definition of business operations, functions, processes, and organizations.

Argument:

Strategy A business plan defines the mission and long term objects for a business enterprise and the strategy to achieve them. A strategic business plan consists of the following essential elements: vision, objects, key success factors, integrated business strategy, market assessment, products and services, operating principles, distribution channels, operations, organization, science and technology strategy, modernization drivers, Information information management guidelines, technical guidance principles; Financial strategy, business transformation planning.

Strategic IT plans define and guide the ITization of business and related plans. A viable roadmap for developing and implementing a strategic plan is generally found in business transformation plans (business planning) and IT change plans (strategic IT planning). The organization's business architecture will be structured to support corporate strategic business planning by deploying the corporate value stream of what factors should be considered and how the company wants to operate in the future. It is derived from business plans and business environments that drive IT drivers and direct the direction of cooperation.

Business architecture

Justice:

The business architecture reflects the company's view of what the business must do today, as well as the future, to achieve specific business conditions. This view is based on the business background and guidance provided by the Strategic Business Plan. The business architecture defines the business organizational structure, IT investment and expenditure profiles, functions, business process architecture (value flow), workflow scenarios, and the enterprise operating environment in which they all exist. The business background and business architecture will provide a rationale for future enterprise IT architecture baselines and developments.

purpose:

The business architecture provides an operational overview of enterprise business functions and their support processes (value streams). Business architecture will be used to understand and evaluate business processes to effectively identify how information technology can help companies meet their business objects. The enterprise business operating environment provides a high level overview of the environment to specify the corporate business and IT architecture. This characterization enables you to design logical corporate business and IT architectures, understand corporate information and system environments, define information, applications, infrastructure, and IT system management architectures, and align business and information technology. Enable the development of the outlook.

Element:

Business driver

Business Corporate Model

Business functional process model

Logical location model

IT investment and spending profiles

Enterprise Business Framework of Architecture

Corporate Business Frame-Total External Input / Output

Value stream total

Value Flow Architecture Model:

Event model

Process architecture

Environment Model Process Workflow Scenario

Dependencies:

Strategic Business Plan:

Business Vision Statement

Business goals

Business object

Main erection factor

Science and technology modernization drivers

Business performance metrics

Business Information Management Guidelines

Business Intelligence Guidelines

Business operation principle and environment

Logical business organization structure

principle:

Business architecture recognizes drivers for making IT decisions, captures key lines, support functions, and business processes to align enterprise business and IT in the direction of reaching its strategic goals, and the technical requirements and architecture to support them. For recognizing workflow scenarios and essential business process architectures (value streams) that can be derived, and developing a company's logical location software deployment schemas and models To provide. The business architecture also provides an overview of the integration required to effectively support business processes across the enterprise, and a high-level for continuous display of information, applications and infrastructure architecture information in a logical location view. It provides a framework and mechanisms, defines a model for business-critical actions such as facilitating change management and providing a framework for process integration, and allows business and logical to meet corporate goals and objectives. It provides the geographic perspective and relative functions of logical and physical locations needed to determine the organizational structure of an individual.

Argument:

An organization's business architecture is clarified in support of a company's strategic business plan. For IT planning purposes, this is a compilation of essential information about the business that will be the basis for defining how information and technology are used to support the business. For example, the business environment 600 in an enterprise managed as shown in FIG. 6 is externally affected. Therefore, these external factors affecting the business must be understood. These impacts are driven by the type of market 602 in which the business is in progress or wants to enter, competitors 604 facing the market 602, government laws and regulations 605 and regulations 606 and parent companies 608 to follow. Additional parameters or shocks that subsidiary 610 has, services provided to consumers 612, and accounting for partner 614. Internal influences include the production, sale, and management of the corporation 616. In the development of a wide range of IT plans, these factors may exclude certain choices in technology selection.

The management framework may be represented by a Business Fuction / Process Model 700 shown in FIG. For the purpose of discussion, the manufacturing company is used as an exemplary business for the model. Model 700 clearly represents the company's loose organizational structure, line business functions and supporting business processes. This allows for a cohesive view to facilitate understanding of the functions involved in the current company as well as in the future, and identifies existing and potential sources for competitive differentiation and benefits and benefits from strategic analysis. Provide a way to focus on A key purpose of the model 700 is to provide key line functions (eg, sales 712, distribution and delivery 716) directly related to the delivery of enterprise products and services, and support functions (eg, to enable key functions). For example, 706 Finances) depicts the current functional aspects of a company. The specific content in the individual drawings is illustrative only and will vary for each company. In the model 700, the manufacturing company may have different departments, including support for manufacturing 702, corporate management 704, finance 706, and information technology 708. Examples of key line functions include business development 710, marketing and sales 712, consumer protection 714, and distribution and delivery 716. Within the manufacturing support function 702, there will be departments for material management 720, plant production 722, quality control 724, inventory management 726, design and engineering 728, and plant maintenance 729. Can be. In corporate management 704, departments may include human resources 730, legal 732, job development 734, mergers and acquisitions 736, policies and procedures 738, and auditing 739. have. Departments under financial assistance function 706 may include corporate accounting 740, finance 742, asset management 744, risk management 746, and financial management 748. Under Information Technology Support Functions 708, IT Business Management (750), Service Management (751), System / Network Management (752), Element Management (753), Security Management (754), and Telecommuting (756). ), And departments regarding paging management 758.

In key line functions, business development 710 may include marketing development 760, production / service development 762, and business planning 764. The departments below the marketing and sales line functionality 712 may include advertising management 770, marketing management 772, and sales force management 774, printer 776, and promotion 778. In the consumer protection line function 714, groups of sales 780, services 782, complaints 784, system recovery 786, proposal management 788, and technical information 789 may be provided. have. Departments for distribution and delivery 716 may include product 790, field services 792 and business management 794.

In addition, business management reflects the perspective of the logical and physical business environment 800 in which the enterprise exists and is managed, as shown in FIG. 8. Business environment 800 illustrates an example of how components of business function and process model 700 may be separated by logical boundaries as well as geographical boundaries. This environment will be directly related to the design, engineering, IT realization and adoption.

The identification of logical business locations defines the various areas of business activity covered by the enterprise. The separation between logical locations can be physical (such as geographic boundaries) or purely logical (such as organizational, cultural, and political boundaries). The definition of logical business locations provides an important component in analyzing IT resource needs and in determining the design, implementation, recruitment and management of these resources throughout the enterprise. This view provides input to the distribution of applications as well as information and infrastructure requirements for the definition of the architecture. Logical location map 802 provides the necessary correlation between logical locations and physical locations for the various business functions of an enterprise. In order to support the logical design of IT architectures and to continually illustrate the need for distribution of the enterprise, for example, the geo-structural view 900 shown in FIG. 9 from a logical business location map 802 is provided. It provides a template that is created to configure IT system management, technology infrastructure, applications and information architecture. This includes a logical location software recruitment plan 3000 that will ultimately lead to the physical design of the IT solution, as shown in FIG. An important element of this geo-structural view is the individual representation of each of the logical management locations. The management and support system center 902 is located between the mobile user 904, the sales office 906, the manufacturing management unit 908, the consumer service center 910, the regional office 912, and the team partners 914. Provide communication. Management and support system center 902 may access corporate data store 916, management data store 918, and corporate headquarters 920. Certain details in the individual drawings are illustrative only and will vary for each company.

The IT investment profile 1000 shown in FIG. 10 reflects the company-wide investment and focused portion of IT. To some extent, profile 1000 shows the perceived value that an enterprise places on IT. The investment and spending profile 1000 provides a financial delimiter view of the IT management environment and sets the tone and expectations for future IT spending. This will directly affect any technology choice and recommended IT initial convenience to reach the target architecture and environment.

To determine and focus on client IT system costs, the suitability of current IT costs can be determined and provides a baseline from which change plan recommendations and future budgeting can be made. 11 illustrates an example of a client IT cost and industry cost benchmark 1100. It also provides a way to determine client status with respect to industry benchmark benchmarks for business, competitive and industry measures.

Corporate business architecture is the key to the company's business success, as well as the development of effective strategic IT plans. Essential execution skills and information requirements can be derived from the strategic business model that ties the business process architecture (value flow). The level of detail and accuracy applied to these models will directly impact the success of the next performance as well as the robustness of the IT plan for the enterprise to evolve. At the highest level, the business architecture is represented by an enterprise model 1200 representing each input 1230 from the output 1208 to the external resource 1204 and the essential elements of the primary external business process 1295. As shown in FIG. 12, the frame 1202 in the center of the model represents the client enterprise. This model is an example of a manufacturing industry and the specific content of the individual drawings is merely representative and will vary from company to company.

Corporate frame 1202 handles various inputs and provides various outputs for interacting with external processes. Corporate frame 1202 includes business leads 1206, litterature 1208, discount agreement 1210, request for quote 1212, quote 1214, order 1216, customer invoice Elements such as 1218, fulfilled order 1220, fulfilled customer request 1222, complaints 1224, packaging material 1226, and rejected request 1228 are entered into the customer process 1204. Can also be generated as. As such, customer process 1204 may include elements such as customer leads 1206, requests for quotes 1230, customer information 1232, orders 1216, customer payments 1234, and returned items 1238. May be generated as input to corporate frame 1202. Corporate frame 1202 may receive inputs from human resources service process 1240 for such items as relevant candidates 1242 and employment development service 1244. The government service process 1246 inputs items such as environmental protection organization guidelines 1248, OSHA (Occupational Safety and Health Administration) guidelines 1250, and government policies and regulations 1252 to the corporate frame 1202. Can also be generated as. Another process of the unified input / output model 1200 is an input 1256 which is inputs generated by the enterprise frame 1202 while generating an indemnity request 1264 and another employee issue 1260 for processing by the enterprise frame 1202. ), Employee benefit process 1254, which may receive benefit 1258, employee information 1260, and indemnity 1262. Supply goods and services process 1266 is an input to corporate frame 1202 while responding to purchase payment 1276 and purchase order 1278 which are inputs generated by corporate frame 1202. A supplier capability and availability 1270, a product 1272, and a sales invoice 1274. Confirmed payment process 1279 handles electronic money transfer payments 1280 and foreign currency telegraph request inputs 1281 generated by corporate frame 1202 and provides electronic money transfer transfers 1282 and foreign currency telegraph transfer advice 1283. ) Is provided to the enterprise frame 1202. The legal action process 1284 deals with the case of closure 1285 and the policies and regulations 1286 performed are issued and make a decree 1287. Strategic service process 1288 publishes science and technology drivers 1289, industry trends 1290, and external markets 1291, which are data for corporate frame 1202 for strategic planning considerations. The credit approval process 1292 responds to the credit check request 1293 in accordance with the credit check response 1294. Similarly, credit analysis process 1295 responds to credit analysis request 1296 in accordance with credit analysis response 1297.

The identification of value streams within the enterprise enables the company to establish services that are valuable to the support of its customers and provides a mechanism for understanding and evaluation results. A value stream can be defined as an array of end-to-end activities that collectively produce valuable results for both internal and external customers. The value stream mediates every view, and the customer can have a view of a single service company that has a company and is dedicated to the customer. Value streams meet the needs of customers as completely as possible, rather than focusing on internal processes (or functions) such as accounting or sales or shipping.

Value streams can be grouped into four categories, customer-facing, people management, business enabling and future buildings. FIG. 13 illustrates a unified model 1300 of external inputs and outputs to support processes and value flows within a special category (eg, customer facing). This figure shows the external resources of the enterprise, such as the enable customer process 1204 of FIG. 12, as well as the inputs and outputs requested from integration within Cargo and other categories within the enterprise. Ellipse elements, such as the fulfilled order 1220, represent tangible objects. An edge or square object, such as customer invoice 1218, represents an IT object exchanged with another value stream or external entity. The specific content in each drawing is merely representative and will vary from company to company.

In FIG. 13, enable customer process 1204 of FIG. 12 shows inputs and outputs that interact with both internal and external processes, such as order process 1302 and credit analysis process 1295 for the cache. The order process 1302 for the cache generates a customer invoice 1218 and a quote 1214 for executing the customer process 1204 and generates a credit check request 1293 for approving the credit process 1292. The order process 1302 for the cache also generates a receivable bill entry 1304 and a receivable credit entry 1306 as well as a work order 1308 for input to the manufacturing process 1310 for distribution. The order process 1302 for the cache handles the credit check response 1294 from the credit approval process 1292 along with the order 1216 and customer payment 1234 from the customer process 1204. The order process 1302 for the cache also includes inputs produced by the manufacture for the distribution process 1310 (ATP), availability to Promise (ATP) data 1312, scheduled shipment dates 1314, advanced shipping notes 1316, Receive advice 1318 and evidence of delivery 1320 are discussed. The manufacturing process 1310 for distribution generates an engineering change report 1322, a manufacturing material request 1324, and a receipt confirmation 1326, with the handling of the input manufacturing material 1328 and the technical manual 1330.

An input technical manual 1330 is also processed by the service request process 1332. Service request process 1332 generates orders 1216, fulfilled customer request 1222, complaints 1224, packaging material 1226, and rejected request 1228 that are inputs to customer process 1204. do. The service request process 1332 handles the fulfilled portion 1220, the customer request 1236, and the returned item 1238, which are inputs generated by the customer process 1204. Service request process 1332 also generates credit notes 1336 and bill notes 1338. Service request process 1332 generates field service report 1340 for use in order process 1302 for the cache. Complaint 1342 is generated by service request process 1332 for processing in manufacturing process 1310 for distribution. Complaints 1342 and business leads 1344 are generated by the service request process 1332 for use in prospect customer process 1346.

Prospect customer process 1346 handles business leads 1206 and request for quote (RFQ) requests 1230 from customer process 1240. Prospect customer process 1346 is a business lead 1206, printed matter 1208, discount agreement 1210, RFQ response 1212, customer interface 1232, and quote 1214 that are inputs for processing in customer process 1204. ) The anticipated customer process 1346 is interfaced with the credit analysis process 1295 via the credit analysis request 1296 and the credit analysis response 1297. The anticipated customer process 1346 responds to marketing strategy 1348, pricing strategy 1350, and purchasing trend 1352 information. Order change engineering notification 1354 is entered into the expected customer process 1346 to provide 1310 from manufacturing to delivery processing. The product configuration 1356 allows the expected customer process 1346, the process 1310 from manufacture to delivery, and the process 1302 from order to payment. The anticipated customer process 1346 also generates a customer profile 1358 used by the process 1302 from order to payment.

Following the set of enterprise business value streams, each of the designated value streams in the enterprise business architecture is further divided into event, processing, and environmental architecture and workflow scenario models. Event models represent activities that occur outside the enterprise / value stream that must be reproduced in a predetermined way. Architectural models represent the manner and style of design, and the constructs that comprise the elements of the system and define the purpose and interrelationship of these elements. Each value stream is represented by at least one processing architecture and environmental model. Workflow scenario models represent a sequence of activities needed to convert inputs to requested outputs.

14 shows an example of a generic event model 1400 for a value stream such as "from order to payment". This concept requires defining each value stream in the enterprise business architecture where there will be a corresponding event model. The event model clarifies each event that triggers a workflow scenario within the value stream. Value stream event measurement matrices capture several events that occur over several specified time periods. These events can be external or internal to the enterprise. An overview of the logical location software deployment will be generated for each event specified in the model.

In FIG. 14, an order fulfillment scenario by various events including a customer's website search 1402, a customer order fulfillment 1404, and a signal grant 1406 responding to a credit check request, all of which are external events. 1401 begins. Invoice time 1408 to the customer is an example of an internal event. Other internal events include invoice time 1408 and customer payment 1410 to the customer, sending the order entry from order to manufacture 1414. The field service then orders, as well as an order change portion 1414, submit billing inputs 1415, shipment provides proof of delivery 1416, receipt notice 1418, and Advance Ship Notice (ASN) 1420. Restore ATP 1424 and update 1422 operation of shipment date to support route maintenance. The order maintenance / change scenario 1550 allows a customer to change an order 1426 or cancel an order 1428. The customer service 1430 provides permission to clear the order for the refund fulfillment scenario 1514. The order reconfirmation scenario 1432 processes the customer's reconfirmation request 1434. The specific content in the individual drawings represents only representative ones and will vary from company to company.

15 shows an example of a generic processing architecture 1500 for a value stream such as "from order to payment". This concept requires that there be at least one corresponding processing architecture for each value stream specified in the enterprise architecture. These architectures provide a construct that allows workflow scenario models to describe various business scenarios for their value streams.

In FIG. 15, the basic elements are the work elements executed as represented by the order fulfillment scenario 1401 and the information generated and used as shown by the new order request 1522. In FIG. 15, order fulfillment scenario 1401 includes field service billing input 1340, product configuration 1356, customer profile 1358, pre-shipment notification 1316, receipt notification 1318, proof of delivery 1320, Customer payment 1234, credit check response 1294 and ATP data 1312 inputs can be processed, scheduled shipment date 1314, customer invoice 1218, credit check request 1293, estimate 1214 and An order transfer 1504 occurs. Customer date through customer information processing 1503 derives information 1358 about the customer profile. Order 1216 is made by order fulfillment scenario 1401. Order 1216 includes information about the order, such as entered 1506, transferred 1508, invoice 1510, and paid 1512. The order 1216 may be generated by a refund fulfillment scenario 1514 that may generate a customer refund 1516 or a customer credit note 1518. Refund fulfillment scenario 1514 begins in accordance with an indication by an approved refund / return 1520.

Order 1216 is initiated by order fulfillment scenario 1401 in response to a new order request 1522 generated by the direct order request scenario 1524. The direct order request scenario 1524 includes an order request generated by telephone 1528, fax 1530, or webpage 1532 from customer 1534, CSR 1536, account executive 1538, or FSR 1540. Receive information from The direct order request scenario 1524 may generate an order reconfirmation request 1542 that initiates an order reconfirmation scenario 1514 that receives information from the order 1216 to generate the order information 1546. The direct order request scenario 1524 may also generate an order maintain / change request 1548 that provides information to the order maintain / change scenario 1550 to make any changes to the order 1216. The direct order request scenario 1524 also generates a return request 1550 used by the refund fulfillment scenario 1514. The content specified in the individual drawings is actually representative only and will vary according to each company.

As shown in FIG. 16, the environment model 1600 for the value stream illustrates the interaction with external entities and the interface with other value streams in the enterprise, as shown in darkened figures. In this model, the ellipse shape represents physical and real world objects. A rectangular or "hard core" form is an IT object and therefore points to integration points between value streams as well as external entities. These interface objects are "whats" reflected in the enterprise information / application / system management software portfolio integration matrices. Figure 16 shows the overall environmental diagram for an example from order to payment as described above.

As shown in FIG. 17, workflow model 1700 illustrates one of workflow scenarios based on a processing architecture. There may be several workflow scenarios for each processing architecture and the number of workflow scenarios is directly linked to the events specified in the associated value stream event model. Workflow scenarios actually represent a sequence of activities needed to convert the inputs into the requested outputs. From these individual models, inputs and outputs that are essential to most enterprises will be defined, as well as logical applications (either physical or IT) that support the implementation of specific workflows. From these models, a base for application portfolio and information architectures is derived. Therefore, these models will support configuration and provide fundamental principles for IT architectures (eg application portfolios) developed in enterprise IT plans.

Information architecture

Justice

Information architectures must be delivered individually throughout the enterprise, enabling them to do business effectively and support decision notification. The level of information architecture in the towers includes information and data management frameworks and guidelines; Models for integrated information, application and system management architectures; An overview of the geographical structure description elements; And an information-application software portfolio called business intelligence scenarios.

purpose:

Provide business intelligence structures to give employees the ability to analyze business performance and the characteristics of the business objectives, targets, critical success factors, and performance metrics that outline the corporate strategy business plan. do. Information architecture is the foundation of the organizational power to manage information efficiently. These characteristics are essential for finding and exploring information related to important factors and trends in the business and its sector.

Component:

Information and Data management Framework:

Business Information Management Precepts

Business Intelligence Precepts

Information Needs and Uses

Information Sources

Integrated, Application / Information / Systems Management Architecture:

Business Intelligence Scenarios

Information Technology Architecture-Geo-structureal Component View

Information-application Software Portfolio

Dependent elements:

Business Goals and Objectives

Critical Success Factors

Business Performance Metrics

Science and Technology Modernization Drivers

Business Operating Principles

Enterprise Operating Environment

Business Architecture

Translate:

An information architecture focuses on the operation of business processes and the interactions between different business functions and processes (value streams) within the enterprise, and continuously evaluates business performance and productivity to ensure that business objectives, targets, critical success factors, and It provides the ability to easily determine the business direction to reliably achieve performance metrics and provides value-added information and business intelligence for strategic decision making. In addition, the information architecture efficiently merges both macro and micro information requirements and organizational outlook, ensuring information and data integrity, and helping to ensure compatibility between information transaction systems and management transaction systems.

Review:

The Corporation Enterprise Information Architecture for enabling business intelligence sets decision principles, guidelines, and standards for the identification and use of information as business resources, and recalls those generated by both legacy and client / server systems. It features a framework that identifies business intelligence scenarios within the business value stream to include high levels of I / O from internal sources to external sources. The framework includes a data warehouse structure that provides essential high levels of management and management reporting. The framework makes it easy to establish a basic infrastructure to manage information assets by focusing on the required information database and information-application components, and provides an application support portfolio and system integration tables to identify business intelligence applications and integration requirements. It provides a geostructural overview of relating components of information and data architectures to corresponding logical and physical locations.

18 illustrates an enterprise information and data management framework and guidance 1800. The definition of an enterprise's information architecture includes several overviews describing the needs and uses of the information, their owners and users and their management, the form in which the information is stored, and the sources of the information. Establish standards for decision principles, guidelines, and the identification and use of information. In addition, part of the framework is identifying the demand for information on the managerial (tactical) and informative (strategic) aspects.

In FIG. 18, a company's information needs and uses 1802 are driven by decision support 1804, business partnership 1806, and management support 1808. Information management 1810 is controlled through knowledge management 1812, access management 1814, and storage management 1816. Information sources 1818 include external sources 1822 as well as internal sources 1820.

19 illustrates an example of a business intelligence scenario 1900 for an enterprise. As a result of the overall strategic business plan and its supporting business architecture, enterprise information architecture is required to provide business intelligence for both internal and external business environments. For example, such an architecture should enable a business to examine sales, gains, forecasts, and hypothesized information. Information requirements (input and output and value flow requirements as well as relationships with other applications) are identified and appear in the enterprise strategy business model found in the enterprise business architecture. In line with a company's business management philosophy, business intelligence scenarios enable employees of all companies to be informed. This scenario gives employees the ability to analyze business management and performance in accordance with established policies and rules. From the information available, employees should be able to recognize trends, whether inside or outside the enterprise, and make decisions in response to the required changes.

Eventually, enterprise information and data architectures map to geostructured overviews. 20 provides an example of a geostructural component overview 2000. This overview maps the company's information and database components to the company's appropriate business functions. The geo-structural view represents the logical location of the information and data structure components to be integrated and supported by the technical infrastructure. This layout will be used to develop the supporting logical technical infrastructure.

In FIG. 20, enterprise information is controlled by enterprise data repository 2002. The planning data warehouse (2002) includes data query / reporting function (2004), DSS / EIS (2006), database management system (2008), data mining function (2010), metadata function (2012), replication function (2014), Data management 2016, and data processor 2018. The corporate data repository 2002 has accessed an operational database 2020 of internal corporate data store 2022 or external operational data store 2024 via a network 2026. Information is exchanged over the network by the corporate data repository 2002 with the headquarters 2030, mobile / small office user 2032, and regional / customer supply / sales large office 2034. Regional data mart 2036 may provide large office communications.

Based on the database required for possible business information, the enterprise information and data description data storage framework is organized to identify all business transactions occurring within the enterprise from both internal and external sources. In addition, the architect confirms all relevant high-level management and action reports. This framework takes place around the transactional and informational components required to develop data archive characteristics and possible business information within the organization. 21 shows an example of a data store framework 2100.

In FIG. 21, corporate data store 2002 operates around a database management system 2008 that processes data to and from internal corporate data store 2022 and external operational data store 2024. The data processor 2018 performs data extraction and scrubbing between the database management system 2008 and the data stores 2022 and 2024. Data management system 2008 interfaces with metadata 2012 and data management 2016 to run DSS / EIS 2006, replication 2014, and data mining 2010 applications.

By providing business information scenarios, the information application portfolio will be identified to provide the necessary operational and administrative reporting, as well as access appropriate data for other information systems. 22 provides an example of an enterprise information application portfolio and a system integration matrix 2200. This matrix identifies for each value stream the enabling application components that must be derived and integrated from the business processing architecture and workflow scenarios. This matrix is also found in application architectures and enterprise IT system management architectures because of the potential for cross-functional integration. If so, it will be clear to use the same matrix.

Application architecture

Justice:

The application architecture supports business process execution (value stream enablement) and functions to process information and data. The application architecture defines the application software portfolio and integration relationships. Application inputs and outputs are verified as well as an application geo-structural overview for deployment. Guiding principles, standards, and design features support the acquisition as well as the development of the application.

purpose:

It provides a logical portfolio of applications to support a company's various business processes. The application portfolio is designed to illustrate the optimal distribution of applications and components across the various business functions, processes, and sites, and platforms that enable business workflow scenarios that will ensure efficient and effective business operations.

Element:

Integrated Application / Information / System Management Architecture (Overview of Value Stream Enablement)

Application Portfolio Architecture-An Overview of the Earth's Structural Components

Enterprise Application Software Portfolio Integration Matrix

Dependent elements:

Business Goals and Objectives

Critical effect factor

Business execution matrix

Business information management concept

Business information concept

Science and technology modernization drivers

Business Principle

Logical Location Model Business Architecture

Enterprise operating environment characteristics

inference:

The application architecture identifies the integrated needs and appropriate enterprise business applications to support business processing architectures (value streams) and workflow scenarios, as well as the means of integrating business principles, processes, and processes, and the rules that effectively operate and manage the enterprise. Provide the ability to streamline the organization, integrate the operation and management of its business processes, and identify application portfolio and technical infrastructure needs.

Argument:

In providing the overall schematic business plan and its supporting business architecture, a possible application portfolio and architecture is required to conduct business operations. The application architecture identifies the logical applications required to optimize business operations and the logical location of their possible applications. The enterprise application architecture consists of a portfolio of applications that enable value streams and associated workflows.

The application architecture addresses the combination of functional software applications that must be integrated to enable business process value streams and workflow scenarios outlined in the business architecture. The integrated application portfolio should empower information-based employees in the company to manage the day-to-day operations of the company and allow management and business analysts to focus on analyzing and operating the business. The corporate enterprise application architecture will be characterized by the enterprise value stream, the global structural overview for associating the application architecture component with their corresponding logical and physical locations and organizational structures, and the application component needed to enable the integration requirements of the application. will be.

The identification of the business enabling application may be derived from a value stream process architecture and workflow scenario model that includes the enterprise business architecture. In addition, these models emphasize inter-functional relationships with other applications, resulting in identifying the applications that must be integrated as well as the information and data passing between them as inputs and outputs. 23 provides an example of an application architecture 2300 for cash orders. This overview correlates the required logical application inputs and outputs to the value streams they support. Based on the logical applications required, the enterprise application software portfolio table shows the applications that need to be formulated and integrated.

The following enterprise application portfolio is outlined with a global structural overview. 24 shows an example of a geostructural overview 2400 for a typical manufacturing company. This geostructural overview shows the logical location of the logical application portfolio component that is required and must be integrated through a technical foundation to form an integrated corporate enterprise business system.

In FIG. 24, enterprise applications are managed by an enterprise server farm 2402. Enterprise server farm 2402 includes service management 2404, sales and marketing 2406, financial accounting 2408, product planning 2410, material management 2412, asset management 2414, symbolic logic / distribution management ( 2416), QA / QC / QM Management (2418), Human Resources (2420), Complaint Management (2422), Legal and Stability (2424), Group Management (2426), Office Automation (2428), Web (2430), and Server for other 2432. The external request processor 2434 provides server access to the internal corporate data store through the enterprise data store 2002, the local data mart 2036, and the operational database 2022. External request processor 2434 may also provide server connections to external computational database 2024 and external client workstation 2436. Internal request processor 2438 directly to or through the office application server 2440 as a client workstation at a large regional / sales office 2034, mobile / small user and sales office 2032, and corporate headquarters 2030. Provides server access. Office application server 2440 may include print 2442, file 2444, post office 2446, and office automation 2448 functions. Client workstations may include workflow / cooperative replication 2450, application presentation 2452, and web application 2454 capabilities.

25 shows an example of a template 2500 for capturing an enterprise application portfolio. This matrix is derived from business process architecture and workflow scenarios. This matrix is also found in information architectures and enterprise IT system management architectures because of the potential for interfunctional integration requirements. If this happens, using the same matrix will make this clearer. In support of the enabling application portfolio, a corresponding application portfolio "best practices" recommendation table can be developed that highlights the "best of breed" product. PIPE or similar processes are a logical extension of an integrated technology recommendation.

FIG. 26 provides an example where a recommendation table 2600 is derived that highlights a "best-of-breed" product to enable a business process.

Technology-based architecture

Justice :

Technology-based architectures enable access to information and provide support for the execution of actions. These steps include "building codes" for standards and policies or infrastructure configurations. This step also includes a logical location software deployment scheme as well as characterization of the underlying environment to provide a reference to the target environment. It also provides identification and overview of future district structural layouts with IT platform operational requirements and features that will provide a basis for engineering blueprints and deployments.

purpose :

Enterprise technology-based architectures provide the technology architecture to support information, applications, and enterprise IT system management architectures. The underlying architecture describes the underlying systems and associated platforms for integrating business intelligence and business application portfolios into enterprise information systems.

Element:

Standards, Policies, and Management

Logical Location Software Deployment Scheme

Operational and system requirements and characteristics

Technology-Based Architecture-An Overview of the Earth's Structural Comforts (Linked to Lower Level Technical Comfort Architectures)

Dependencies:

Business Goals and Objectives

Key success factor

Business Performing Metrics

Business Information Management Discipline

Business intellectual discipline

Science and technology modernization drivers

Business operation principle

Logical location model

Business architecture

Characterize your business environment

Information / Data Architecture

Application architecture

principle :

The technology-based architecture provides a support platform and technology architecture for information-authorized employees within the enterprise (eg, business analysts, knowledge-based marketing and sales agents, operations and support systems managers, and organizational directors). The technology-based architecture also creates a technical architecture for the seamless flow of information across the business enterprise to support enabling business processes, and helps leverage economies-of-scale for IT procurement. Improve the quality and efficiency of IT support, and reduce integration efforts through technical robustness.

Argument :

In supporting information and application architectures and IT system management frameworks, the underlying technology-based architecture must be defined. The underlying architecture addresses the system and networking architecture that supports the application portfolio, enabling value stream and workflow scenarios outlined in the business architecture. The underlying framework allows a common and consistent operating environment to be established. The underlying architecture identifies and graphically identifies the underlying networking architecture and associated platforms, operating systems, and protocols that enable information, application, and system management systems.

The technology infrastructure architecture highlights the system components needed to enable value streams in the company's corporate infrastructure overview and to ensure the effective and efficient performance of these systems, and establishes a common operating environment to drive operational practices across the enterprise. Technology infrastructure "best practices" that highlight "best-of-breed" products to standardize, make end users easy to use and easy to learn, and integrate enterprise information systems within the company to optimize and control costs "Develop a recommendation table or process.

Technical policies based on the Open Group Architectural framework (TOGAF) (see the Technical Reference Model (2700) in FIG. 27) provide a vehicle for consensus and decisions about the acquisition and use of various technologies. This provides a basis for having relevant and accurate information for those involved in their decisions. The technology policy provides guidelines for what technologies to use and avoid using, recommends specific tools, buyers, or when appropriate, establishes a common operating environment to standardize operating practices across the enterprise, Make it easy for end users to use and easy to learn.

The technology policy provides an overview of each technology, describes the policy for a particular technology, provides details about the components involved, provides a time frame for the deployment of the recommended technology, and It provides guidelines and communicates current technical overviews and consistent technical directions.

In FIG. 27, the technical standard model 2700 includes application software 2702 running on an application platform service 2704 via an application program interface 2706. Application platform services 2704 may include data exchange 2708, data management 2710, distributed computation 2712, graphics and imaging 2714, international operations 2716, network 2718, computing systems 2720, Items such as transaction process 2722, user interface 2724, security 2726, and system and network management 2728. Access to the application platform services 2704 is provided to the communication 2730, the information exchange 2732, and the user 2734 in the external environment via the external environment interface 2736.

Pipe framework 2740 includes pipe applications for desktop 2742, workstation 2744, workgroup / campus server 2746, enterprise server 2748, and mainframe server 2750. The architecture of the pipe framework 2740 includes application development 2752, system management 2754, and network management 2756.

If possible, specifications in accordance with the specified specification shall be entered in addition to the specific product. The technology policy is supposed to provide technical direction. It focuses on core specifications that can be used as the basis for information technology practices. Pipe type processes should cooperate with technical policy. Pipeline processes and selection strategies to refresh, inspect, and validate IT products and platforms will ensure a valid, robust and integrated computing environment.

In order to reach the integrated technology infrastructure architecture, a series of models are derived from the model created in the business architecture. The logical location linking model shown in FIG. 28 uses an input medium for each event discovered in the value stream event model to link the logical location identified in the business architecture to the logical application software identified in the application architecture.

In FIG. 28, the connectivity model 2800 is separated into logical locations 2802, event media 2804, application portfolio 2806, and technology infrastructure 2808. Logical locations include mobile user 2810, customer 2812, customer service 2814, corporate headquarters 2816, regional office 2818, field sales office 2820, store 2822, manufacturing portion 2824, And partner / provider / supplier 2826. Event medium 2804 includes a laptop computer 2830 that allows a mobile user to connect to the application portfolio 2806 via a public switch network 2832. Customer 2812 connects to application portfolio 2804 via public switch network 2832 using phone 2834 and fax 2836. The customer 2812 may also use the workstation 2840 to connect to the Internet network 2838. Access to the application portfolio 2806 to other logical locations 2802 can be via workstation 2840 or through an extranet connection 2844.

Logical location 2802 connects to a particular application in application portfolio 2806 as it triggers an event of the value stream. Applications within the application portfolio 2806 include possible service management (2850), possible call management (2852), possible fax management (2854), possible web management (2856), possible product configuration (2858), and possible corporate entity management (2860). , Possible ordering entity 2862, possible symbolic logic 2864, possible scheduling 2866, possible manufacturing 2868, and possible account receivable 2870. Content and management of the application 2806 is performed by the corporate network 2872 in conjunction with the security component 2874 and the enterprise component 2876 of the technology infrastructure 2808.

A logical location connectivity model is created for each value stream. Aggregation of this model is accomplished by mapping the identified logical application for each logical location to the matrix 2900 of FIG. Logical applications are grouped into logical software components such as software that can be easily obtained in a store. This logical software component establishes an initial basis for software deployment across local or logical domains. The engineering premise of taking the individual logical location entities discovered in FIG. 29 and modeling each example as shown in FIG. 30 to provide an overview of the technical infrastructure geo-structural components in the integration begins.

Modeling of the simplified logical software deployment 3000 for the mobile user 2810 is shown in FIG. 30. Mobile user 2810 may interface with a customer 2812 that may need access to certain software applications in the enterprise. Mobile user 2810 connects to a logical software component via laptop computer 2830 or other workstation and corporate network 2872. Logical software components may include security (2874), enterprise information technology management (3002), office automation (3004), enterprise customer management (3006), human resources (3008), sales force automation (3010), and other enterprise components. have.

31 provides an example of a technology infrastructure logical / physical overview 3100. This overview correlates the necessary system components and infrastructure requirements of the enterprise to enable value streams and workflow scenarios for logical location maps and templates from the business architecture plane. A lower level technical component architecture (eg, the Internet) may be identified and subsequently processed from the logical infrastructure illustration in FIG. 31 combined with the logical location layout overview. Logical Location Software Models and Integrated Technology Infrastructure architectures co-integrate and operate to achieve desired operating results based on the organization's business goals, objectives, critical success factors, and performance metrics, and describe possible operating elements, processes, and technology components. It highlights system integration requirements by identifying logical applications that need to be addressed and by supporting information, applications, systems management, and infrastructure architectures.

In support of the underlying technical infrastructure architecture, the corresponding "best practices" recommendation table 3200 highlights "best-of-breed" products for integrating the company's enterprise applications and information systems. 32 provides one example that may be obtained from a process PIPE and may be directed by a technology policy. Product recommendations are not considered part of the tower, but are described herein to illustrate how they can be derived for a particular enterprise.

Enterprise IT Management Framework

Justice:

The enterprise IT management framework outlines the operational and business management of providing IT resources. The framework consists of guidelines for managing relationships with customers, management of services that establish application selection and development processes, and identification of systems and network management measures, and management of system elements.

purpose:

The enterprise IT management framework exchanges IT system management information with information technology systems and provides services within the corporate enterprise. In addition, the enterprise IT management framework provides a structure for defining optimal values for customers by defining demands, products and services, satisfying demands, and managing all aspects of IT. The IT system management framework ensures the reliability, usability and serviceability of information services and systems. This architecture allows organizations to plan, monitor, and manage enterprise information technology resources in a consistent way. These resources include people, heterogeneous networks, communication systems, servers, desktops, applications and databases.

Element:

IT system management framework

ITU-T System Management Business Model

IT system management workflow scenarios

IT Systems Management Technology Architecture-An Overview of the Earth's Structural Components

IT Systems Management Software Portfolio (System Integration Matrix)

Enterprise IT Management Configuration Model

Dependencies:

Business Goals and Objectives

Key success factor

Business performance metrics

Business Information Management Rules

Business knowledge discipline

Science and technology modernization drivers

Business operating principles

Logical location models

Corporate architecture

Information / Data Architecture

Application architecture

Information infrastructure architecture

principle:

The enterprise IT management framework helps manage the relationship between clients and external service providers or operations partners and monitors and the resources of the IT business, and specifies the actual delivery of available IT services to clients and arbitrary parts. do. The enterprise IT management framework ensures high applicability of information technology services. The enterprise IT management framework provides IT network and systems management capabilities to monitor, manage and maintain the efficiency and effective performance of enterprise information systems and their supporting communications networks. The enterprise IT management framework also monitors and manages the availability and operational status of key elements, components, and devices within the enterprise information system in a consistent, continuous and consistent manner.

- Argument:

The enterprise system management structure will ensure that IT services are delivered in a precisely defined and reliable way. The architectural framework discussed in this section outlines the ability of corporate systems management to ensure the reliability, availability, and serviceability of an organization's enterprise information systems. Successful planning and implementation of this framework will provide significant value to the enterprise by leveraging IT to make business processes available and to make more effective decisions.

The IT system management framework is created to support the organization's information, applications, and infrastructure architectures, as well as the services provided by the IT organization. The ITU-T system management business model shown in FIG. 33 outlines the functional areas that IT management must perform well in order to effectively become their clients and business partners. This model will help define processes that enable IT to be an integrated, valued component of the enterprise and a means of competitive advantage.

In FIG. 33, business model 3300 includes business management 3302, service management 304, system / network management 3306, and element management 3308. Components of the business model 3300 will enable the business to interface with the customer 3310 and the provider / provider 3312 in an effective manner.

Based on the enterprise business model, IT management processes and workflow scenarios can be identified as necessary to ensure that system performance is achieved and that information service delivery is met based on service level agreements. Each identified system management scenario will then have an associated IT system management process architecture and workflow scenario model 3400 shown in FIG. 34. This model will represent the integrated activities necessary to ensure that the enterprise operating environment is useful and functional, and the associated operational inputs and outputs. Key system management workflow scenarios fall into the following main categories. That is, setting IT service expectations, monitoring IT situations, responding to IT situations, and analyzing IT services. The integrated application / information / systems management process architecture and supporting workflow scenario model, which need to be operated and integrated together, delivers the desired service results based on business goals and objectives, key success factors, and performance metrics that have been documented in service level agreements. Available operational elements, processes and technical elements to achieve System management to ensure that the system performance is achieved, the highest level of confidence in the collective information system is obtained, and that information service delivery meets service level agreements. Emphasize the requirements. The integrated application / information / systems management process architecture model will then be a mechanism for ensuring mutual understanding between IT business managers, process owners, and IT system managers and operators. The model will use IT workflow management disciplines and the use of technical elements to identify the essential common technical elements required to manage enterprise information systems across the entire enterprise operating environment.

The enterprise system management technology architecture 3500 shown in FIG. 35 is configured to describe the technology layout based on the ITU-T system management business model 3300 and may be mapped to logical location maps of the enterprise. The district structural overview highlights where the available application architecture components of the enterprise systems management software portfolio are logically located within the enterprise. The district structural overview represents the logical location of all logical system management application components that must be integrated together through the technology infrastructure to create the necessary, integrated, corporate enterprise system management environment.

In FIG. 35, element management 3308 of business model 3300 includes sales / manufacturing location 3502, customer service center 3504, corporate / regional headquarters 3506, and operations center 3508. Each location of element management 3308 is managed information based agent 3510, enterprise server 3512, database server 3514, hub 3516, ATM switch 3518, router 3520, office server 3352 , Gateway 3524, mainframe 3526, and desktop computer 3528. Element management 3308 communicates with system / network management 3306 via network 3530. System / network management 3306 may be included in an operations center 3532 having performance management 3534, event management 3538, component management 3538, and system support 3540. Event management further includes system monitoring 3542, network monitoring 3504, and error management 3546. System support 3540 includes object management (3548), print management (3550), directory service management (3552), time management (3354), software / media management (3556), security services (3558), and web server management (3560). It includes.

Business management component 3302 is divided into customer relationship management 3652 and provider / service relationship management 3564. Customer relationship management (3562) may include areas such as service definition (3566), financial accounting (3568), forecasting / reporting (3570), auditing (3572), risk assessment (3574), and business continuity planning (3576). Can be. Supplier / service relationship management may include a service plan 3578, a technical plan 3580, and a resource plan 3652. Service management 3304 is divided into customer support / management 3584 and service support 3586. Customer assistance / management includes help desk 3888 and desktop management 3590. Service support 3586 includes storage management 3592, translation management 3594, problem management 3596, security management 3598, and workload management 3599.

Based on the identified logical systems management applications required to enable IT system management processes and workflow scenarios, an integration table as shown in FIG. 36 that identifies a series of systems management applications that should be integrated with other applications ( 3600) is formulated. In addition, this matrix will be found in information architectures and application architectures because of the potential for interoperability integration. If found, the same matrix will definitely be used.

The final geostructural overview 3700, as shown in FIG. 37, has an enterprise IT management architecture framework that describes the logical and physical locations of various organizational components that manage IT systems and resources. In FIG. 37, the service management center 3702 communicates with internal corporate data storage 2022 and external operational data storage 2024 via a network management bus 3704. The service management center 3702 can be used either directly or through a regional office 3718, a corporate headquarters 3708, a customer service center 3710, large sales offices 3712, small sales offices ( 3714 and network management data 3706 to and from mobile user 3716. Each location may include a local area network and telephone manager 3720 and a desktop manager 3722.

38 illustrates an IT organization model 3800 in which an IT organization area may be identified and modeled. The manager board 3802 includes a business unit partner 3804 and IT management 3806. The administrator board 3802 provides strategic business direction and value needs, policies and approvals in response to IT leadership and innovation, IT strategy direction, IT solution plans, IT investments and opportunities, and business value drives input from the enterprise do. Enterprises can use management / delivery IT value functions (IT) using the IT supply chain model 3810 as a link to planning / management information technology (3812), assessment needs (3814), development products, services and processes (3816), and implementation needs (3818) 3808). The management / delivery IT value function 3808 creates IT products and IS services for stakeholders and business clients 3820 in response to collaboration, service needs and standards, and business process innovations developed with them. The management / delivery IT value function is driven by a tower model 500 in relation to the people and culture 3822 of the enterprise and its IT partners 3824. The IT partner 3824 assists the people and culture 3822 of the enterprise to deliver IT development and delivery by providing products, experiences, trends, services, staff, innovation and expertise. An overview of the company's people and culture (3822), which is important to both individuals and companies, identifies, identifies and roles core competencies (3826), features and behaviors (3828), skills and knowledge (3830) , Learning reflex 3834, incentives 3836, and performance practices 3838. The tower model 500 provides business context (3840), IT change initiatives (3842), IT strategic directions (3844), IT innovation solution settings (3846), and IT industry knowledge to deliver IT value for the enterprise. 3848).

<Establish Strategic IT Plan for Enterprise>

The main purpose of the enterprise's strategic IT planning framework tower model is to define the enterprise IT architecture and identify all the components and elements needed to develop an IT plan that is strategically aligned with the organization's business direction. The tower also includes a reference model that represents each component element. Approaches and work patterns using appropriate processes and methodologies will work on setting up, modifying, enhancing, and integrating the proposed content of multiple models into the desired results. The results or deliverables are as a whole as the requirements are met by the plan. The inclusion of the model in deliverable results depends on the state of the existing and future environment addressed by the planning initiative. For example, if the application architecture was already defined by previous business architectures and variant ingenuity, then this part of the plan would not need to be replayed and "delivered". If the same creativity provided the appropriate business model and requirements information required by the tower, then these models would be sufficient and would not need to be reset.

In order to define and set up a target enterprise business or IT architecture, or strategic IT plan, the requirements framework components from tower model 500 are identified and defined as " blueprints " defining desired outcomes 3902 as shown in FIG. "(3900) should be combined. Based on the blueprint, approaches and work patterns can be developed that include appropriate techniques or methodologies to serve particular needs or deliver desired results. Although component blueprints are fundamental and there are basic tenets of the strategic framework, the approach and resulting work patterns and processes or methodologies used to address the blueprint are dynamic, the technology (s) used, client architecture maturity, completeness. Elaboration or change as required. For example, while the blueprint for strategic IT planning is always the same and consists of the same basic framework components as shown in FIG. 40, the state or presence of the blueprint component may vary between clients and between organizations. Each situation will need to be addressed on a case-by-case basis and in accordance with appropriate work patterns developed to achieve the desired results. The model in FIG. 40 details the framework components required in a broad strategic IT plan to obtain an IT turnover plan 4000. Appropriate tower components are identified, and the determined relationship will allow the development of a strategic IT plan.

As mentioned above, the state or even presence of the architectural components of a client can vary between clients and between organizations. Each situation will need to be addressed on a case-by-case basis and in accordance with appropriate approaches and work patterns developed to achieve the desired results. However, because the strategic IT planning blueprint is relatively static, the blueprint can also be used as an evaluation benchmark using technology policies and standards 4002, tower definitions, and reference models as baselines. This baseline is then compared to the actual architectural components so that the current particular enterprise can determine if they need to be regenerated, whether they already exist or need revision. 41 graphically illustrates how a blueprint can ultimately guide the formulation of a target model.

In some cases, the information present in the model exists in a number of formats or resources that are not readily accessible or interpretable. Most often, architectural information exists within the IT organization and is rarely documented. The blueprint identifies components that exist within the target model so that they can be focused on by IT strategic planning efforts. It is important that blueprints be set up in the leaflet to define the scope of originality. Although any approach, process, methodology or technique is used in the resultant component deliverable from the blueprint shown in FIG. 40, the displayed blueprint component (“what”) is all an essential consideration in the development of a broad strategic IT plan. The "how" and implementation of achieving the desired result is solved by the development of approaches and work patterns.

In order to create an efficient work pattern, strategies and approaches that define and scope the framework components of the blueprint that need to be achieved and consequently need to be addressed must first be considered.

As outlined by the scheme, a working pattern can be defined, in which elements and a reference model for each component to be undertaken can be selected according to the original requirements being planned. For example, if all that is needed is a high level application architecture, the detailed model derived from the business architecture probably need not be developed and all the detailed inputs and outputs will be as indicated by the tower. Thus, only a framework integrated application / information / system management architecture (value stream enablement) reference model may be needed. In all cases, however, the blueprint ensures that no matter what is made, it is in context with the entire enterprise architecture.

A simplified example of a simplified thought process other than developing a blueprint of the components required for a strategic IT plan and approach is: Business objectives, objectives, operating principles, business strategy, external influences, and critical success factors (found in the power business plan) for a selected industry or client refer to the functions to be performed and from these to meet those requirements. Requirements are derived. Processes (value streams) are created or started from these requirements to achieve what the business or organization intends to do. The business requirements and all business issues found in strategic business plans, current business environments, and business architectures drive technology selection, implementation scaffolding, and integration requirements to enable appropriate processes.

A company's overall business strategy is the driver of its IT organization. IT organizations develop their strategies, which determine the IT organization's products, services, and practices. Technical specifications to accommodate technical requirements, products, services, and processes are directed and managed through technical policies that express standards, IT principles, and policies that guide the deployment and deployment of the technology portfolio. Technical requirements that meet business requirements provide guidelines for the development of enterprise information, applications, and infrastructure architectures. Based on the architecture and all other operating environment features, the enterprise IT management framework will address business and organizational management, service management, IT system and network management, as well as asset and element management. .

Blueprint components selected from the tower should be evaluated according to consumer needs, existing contexts, IT and business environments, and maturity of existing client architectures and frameworks. In evaluation, measures and work patterns can be developed to correlate into a single one for specific purposes and results. In the case of a strategic IT planning work pattern, the result will be a strategic IT planning that includes a suitable business and technical architecture and framework and a roadmap of how to reach the target environment in the current environment. FIG. 42 is a diagram showing how an IT planning scheme is constructed from a strategic IT planning blueprint in relation to a preliminary description of a plan behind an IT planning strategy.

FIG. 43 illustrates how selected components of the framework are routed based on the blueprints and schemes created for a particular purpose, through work pattern results of the architecture and plan (deliverable) consistent with the blueprints and schemes. Through the implementation of deliverables, that is, through the implementation of recommendations and ingenuity typically found in the transformation plan, the client can realize the intended target enterprise environment. The state and presence of different client environments and current enterprise architectural components may in some cases behave differently. The existing components shown in FIG. 41 and those tailored for a particular industry or client will also vary in performance. For example, tower components that pass through work patterns will have different consequences for the communications industry as opposed to the healthcare industry.

The development of detailed work patterns can begin once a suitable IT plan blueprint is determined, and the blueprint components selected from the tower model can include customer needs, existing situations, IT and business environments; And the maturity of existing client architectures and frameworks, and the strategies and measures that are planned. Detailed work patterns correlate components, elements, and related reference models into one for a specific purpose and result or deliverable set. Basically, the process of defining the inputs and outputs and activities of the "population" of the tower reference model begins.

There are many ways to define the activity of a work pattern. One is the development of a simple list of perceived tasks to be performed. Another may be the definition of an ad hoc activity that is taken to meet the desired deliverable and deliverable needs. The most precise and accurate way to approach the development of work patterns is through modeling. Modeling is a technique for creating events that need to occur based on understanding the inputs and outputs and the relationship between these inputs, outputs, and the activities for delivering desired results. A preferred modeling methodology follows the concept of business process reengineering, which breaks down business architectures into value streams, value stream architectures, and workflow models using the Visual Design Language (VDL) as architecture and workflow notation. Value stream decomposition is organized by focusing on inputs and outputs, and VDL uses a very rich syntax to generate the results of modeling efforts. Any modeling technique or language can be used, but this example uses value streams and architectures and VDL.

In order for a work pattern to be used, input and output, processes, tasks, and relationships between them must be described. In addition, the architecture of the process must be defined to bound the scope of the process and to provide a complete understanding of the process's content (input and output). It also allows dictionaries to be developed that link directly to tower models and components, elements, and reference models, and to provide clarity in understanding what is being specified. Value stream decomposition also utilizes a tiering technique or breakdown structure to allow an overview of all the overall information from the top layer to the details including the whole in the bottom layer or level. This makes it possible for generated diagrams or models to communicate complex flows and relationships more easily. This method is very similar to what is called a work breakdown structure.

The definition of modeling rules can be found in Appendix 1: Modeling Rules and Guidelines. A full list of VDL syntax can be found in Appendix 2: Visual Design Language Syntax Summary. Some key VDL syntaxes are listed below to allow a typical reader of this document to understand the strategic IT planning VDL workflow model presented in FIG. 44.

Input / Output: Represents patterns and nouns or objects used as components or information used to create other components through the operation or execution of a process. Examples are raw materials or information. The result of the input action by the process is the output.

: An activity set that uses clearly identified force (s) to produce clearly identified output (s). Process flow is a complete description of the elements that define a process activity. Process is single Fully explained on the diagram The diagram may be as complex as necessary to represent it.

: A logically related set of activities of a process that uses an explicitly identified input to produce an explicitly identified output.

: A shared set of relationships between the aggregation of elements. The element may be any of a person, document, food, letter writing, behavior, other pattern relationship, or any combination of all that is identifiable.

Nouns are more than people, places, or things. Also, nouns can be concepts, ratings, or categories.

Describes the feature or quality of an element. Specific attributes are such as color, size, state, status, and other objective techniques. Induced attributes depend on the eye of the viewer. Things like quality and a good place to work fall into this category.

: A kind of relationship between noun or similar noun elements that imply an action. VDL has a large set of verbs and a visual way of expressing them. The symbol shown here is a create verb.

An essential part of the process of delivering a strategic IT plan is the use of methods to ensure that the work patterns are accurate, complete, and adequately describe the decisions that have been made. The preferred way to specify the work pattern workflow is VDL. The unique order and structure required by this method supports the rational and general graphical representation of information that ensures the integrity of the process and enables the communication of these results. This particular example of a workflow scenario assumes that during this project, the blueprint requires that all strategic IT planning blueprint components be developed.

44 specifies a workflow scenario for delivering a strategic IT framework. The following is a brief description of the model. The first critical steps defined in the workflow define the plan, identify participants including project team members, decision makers, and sources of information, establish time periods and key milestones, establish areas and objectives to establish contracts or projects. It is to start. Then, with the parallel effort to collect existing documents, An interview with the participant is conducted. This task or set of activities leads to the next major phase, which is the development of essential business and technical models that include current situation analysis and future direction knowledge. The tower reference model is well documented, in which case it is considered the main deliverables with the appropriate client participants and approval of the content. Key information on model development is knowledge of emerging technologies, industry best practices, technology policies, and business trends. The project management process requires the provisional agreement milestones to be consistent with periodic reviews and continuous feedback after the project record is made. Based on drivers, gaps, and change needs, a method of changing the IT environment is defined. Participants will evaluate the initial overview of this strategic IT framework to ensure business / IT alignment, estimate resources and possibilities, and determine and prioritize change initiatives. The results of this assessment are proposed to key decision makers, typically IT steering committees. These projects are considered to be closed and objectively observed to assess successful areas, determining the process for maintaining the plan and ensuring its execution.

A technique called "story boarding" is used to articulate and graphically represent the particular reference model that will be used to support the deliverables of a strategic IT plan. Storyboards are created directly from strategic IT planning blueprints, planning plans, and detailed work patterns. The storyboard was found to be fast and clear, and to enable a clear understanding and communication of the set of models that will be used for entrepreneurship now and in the future. At the high level, grouping the baseline models as shown in FIG. 45 supports the enterprise deliverables of the Strategic IT Planning Framework Tower and Strategic IT Planning.

By using a storyboard, practitioners can accurately convey the collection of reference models that will be used to plan their initiatives, helping them understand the relationship between the contents of the framework components and deliverables at a glance.

Summary of the Invention

Creating an enterprise architecture approach to developing complex IT systems is difficult because of the need to balance opposing interests. Meanwhile, these initiatives can support IT development through standards, guidelines, governance policies, and proven products and methods. On the other hand, it is fixed that systems that fully support the standard architecture cannot be optimized for specific tasks. This is a trade-off between standardization of controllability and custom manufacturing of functionality. Essential parts of the architecture are structure, simplification, compromise, and balance. Assume that a system is a set of elements that function together to perform unique functions that cannot be performed by a single element alone. The most important characteristic of the system is the relationship of transforming different elements into organic perfection. The architecture is an interface, Setting the shape, fit, and function controls the complexity and uncertainty of the element relationships. This fixes the parts and facilitates integration and resolution of structural conflicts.

The amount of information stored in the architecture is not too detailed (result: system confusion) or too detailed (result: hard innovation) Fine balance between things. The goal is to have enough to ease the management of the IT environment while allowing application developers to change designs to meet business needs or technology changes. Finally, note that the architecture is not simply defined at a single point in time and does not completely shelve. Rather, architecture is an evolving entity that changes with the business environment and technology landscape. Indeed, the benefit is that IT organizations need to continue to comment on the validity of the architecture, generate controversy and gain public opinion. Enterprise IT architectures and frameworks are powerful tools that require careful attention to realize the full power of their benefits.

The Enterprise Strategic IT Planning Framework Tower is the starting point for developing the context and essential key components and strategic IT plans and thus determining the methods required to establish a successful IT solution for the enterprise. The tower enables IT staff to effectively analyze and evaluate business and technical requirements, put them in the proper relationship, and ensure that all architectural components needed to support business needs and requirements are properly considered. The tower also defines and realizes value proposition and intellectual capital on the basis of experience and success, ensures consistency in the delivery and aggregation of results that ensures specificity to justice rather than as an directional “cookbook” approach. It will help you achieve your goal of establishing from the basics of "optimal practices" while matching your unique client requirements.

Enterprise strategic IT planning framework Careful approach and modeling of the strategic planning process using towers, blueprints, work pattern schemes, and graphical storyboards will ensure that the development of strategic IT plans will be rational, practical and useful. Implementing a strategic IT plan will provide a framework and process to define the prospects, challenges, and long-term goals for IT and incorporate them into the business, and the strategy is to achieve them, and the architecture makes this possible. Implementation of a strategic IT plan provides a set of context and guides, institutional structures, and IT solutions for products and services that drive the definition of integrated business and IT systems (with support for business processes and functions). In addition, strategic IT plans determine the actions and parameters for allocating resources to meet objectives and make the investment of companies cautiously, deliberately and effectively available in time and resources.

Therefore, according to the present invention, it is clear that a structure and method are provided for modeling an integrated sales and IT framework and architecture by supporting a business that satisfies the above advantages. While the invention has been described in detail, various changes, substitutions, and alternatives can be readily made by those skilled in the art and can be made without departing from the spirit and scope of the invention as defined in the appended claims.

Appendix 1: Modeling Rules and Guidelines

rule :

Architecture-Graphically depicts the objectives and interrelationships of all elements of a company

Workflow-Graphically depicts how input is converted to output for a company

Event-Graphically depicts when a company should act as a planned solution

Capabilities / Processes-Organize your processes into similar functional areas

There are four types of enterprise models.

Architecture, workflow, and event models need to be balanced and leveled with inputs and outputs. The function / process model is optional. Typical modeling approaches only generate workflows, some of which include event models. The architectural model is gone, and usually the workflow is not balanced and leveled with the inputs and outputs. The architecture is necessary to ensure that the model is terminated and properly terminated. The architecture allows the workflow to be initiated by external events. It clearly defines the relationships between all components of the enterprise through inputs and outputs.

Architecture decomposition and workflow models are required. Proper decomposition of outputs or results reduces the complexity of the enterprise, making them easy to process and integrated elements. This also enables outsourcing with well defined requirements and business rules for each element. Enterprise decomposition is placed on output and results, not on operability and functionality. Dividing an enterprise into parts does not dismantle the plane. You do not want to fly on a reassembled plane that has been divided into parts. The same holds true for the value stream.

There is no need to use a common language for modeling and decomposition. More geometric and rich modeling languages are preferred. When considering a modeling language, don't look for "low common" nomenclature. The rich modeling language enables more desirable communication through more accurate graphical representation of the model. It also allows the team members to listen and communicate better because each must communicate through a modeling language. This learning actually enables more desirable communication. Instead of just listening to words, each team member tries to understand the ideas and concepts represented by the common language in the model.

Modeling guidelines

Architectural decomposition and transformation into workflow-

Continue decomposition of the architectural model until each scenario has gained some relative independence from other scenarios. Next, cross-check the independent scenarios to ensure that each independent scenario is directly related to external events for the enterprise or value stream.

Description of Workflow Management-

The corporate model describes what, how, where, who, and when. Although these models represent possible variations of the workflow, they are not intended to represent a single specific workflow description or schedule of occurrences. Management of the occurrence of various events is appropriately pursued according to a schedule. However, many of these schedules do not fall within the scope of the enterprise model.

Model Definition:

Enterprise Model-defined as an ordered set of activities linked by a predefined relationship, the performance of which is triggered by a given event, which results in some observable or quantitative termination result. This unified set of abstract models describes the characteristics of a company: what, how, when, who, how much, and where. The corporate model is the knowledge base and the corporate memory.

Value Stream-An end-to-end array of activities that collectively integrates inter-functional processes throughout the enterprise and yields values (ie, speed, quality, service and / or cost benefits) for internal and external customers. The value stream coordinates all the overviews a customer can have for a company, and creates a single overview that acts as the company provided to the customer. The value stream satisfies the customer's needs as sufficiently as possible, rather than focusing on internal procedures (or functions) such as accounting or sales or shipping.

Architecture Model-Architecture Model: These describe the configuration that includes the elements of the style and design method and system, and define the purpose and interrelationship of those elements.

Workflow Models-These describe the sequence of activities needed to transform inputs into required outputs.

Appendix 2: Visual Design Language Summary

The following section identifies the markings used in the VDL modeling diagram. VDL is certified by Neal Goldstein, a consultant on business process design, software development methods, and object technology. He emphasizes innovative business processes and the proper use of the technologies that implement them. He was director of management information systems for Fortune 500 companies and was the chief architect of many systems that implemented redesign business processes. he is,

Neal goldstein

659 Tennyson Avenue

Palo Alto, CA 94301

415-327-9525 Fax

You can contact neal@nealgoldstein.com.

Copyright © 1994, 1995, 1996, 1997, 1998, 1999 by Neal Goldstein. All rights reserved.

NOUNS: Nouns correspond to nouns in English. Nouns can act as (given) or can act as (object). And, just in English, nouns are just people, places, or things. This may also be a concept, class or category. To make an element a noun is to make a word a noun in English and how it is used. In our case, nouns can appear on one or the other side of a noun verb noun phrase.

Nouns are also named as objects. Solid disks represent nouns.

Noun Types: Noun elements are not strictly nouns, but they can act like them, that is, they can act as subject or object.

A frame is a range of description. This may be an extended enterprise, enterprise segment, system, or the like. The frame is represented by a rectangle with two right angles in the upper left corner.

A pattern is a divided set of relationships between unions of elements. Elements may be any combination of people, parts of paper, food, character features, behaviors, other patterns, relationships, etc. that we can identify. Patterns can be used to represent a recognizable set of attributes, such as "means of transport" or similar between an application, class, category or process version. Patterns are a shortcut to avoid having to describe each element separately. The "bowl" shape represents a pattern.

A process is a set of activities that use clearly identified inputs to produce clearly identified outputs. The process takes time and almost always crosses the functional boundary in most (functional) configurations. The process can be value added, sponsored, or non-value added. The glass clock shape represents the process.

Subprocesses summarize all activities in a functional area, such as accounting or operations. The notation "S" in the process symbol indicates a subprocess.

: An action or execution scenario is a logically associated set of activities of a process that uses clearly identified inputs to produce clearly identified outputs. This may be resolved to describe the correlation of components, behaviors, and their first order that is the result at the output of the operation. The action is the whole, the form chosen by the observer as more than the sum of its parts. File folders represent operations. Sometimes it is useful to organize activities hierarchically so that a single operation as a whole appears as a single element in a larger operation. In this case, the operation element may represent a sub operation.

Procedure scenarios are activities that are measured by results and behavior. Related to the procedural scenario is a set of high level instructions for performing the activity.

A scenario performed by a computer may have some content rules that perform computer operations associated with it.

A scenario performed by a human using a computer may have some specification for the interface or some interface rules associated with it.

Content element: Content rules include additional elements. These include content objects and applications. They are entirely similar to each of nouns and patterns. We use hard angles with content elements that identify them as technical generations used by computers rather than in the real world or concepts.

A content object is usually a technical creation inside a computer. Parallelogram solids represent content objects.

Content Application

: Content application is an assertion that certain content objects divide the listed attributes and burdens for the application. Content application is a shortcut to avoid having to describe each content object separately. The lower box represents the content application.

Verb: A verb is a kind of interrelation between a noun or a noun-like element that contains an action. Some verbs require a noun or the purpose of the interrelationship is to be active, or active. The request for being able to be an active noun or activity is represented in the circle by the reference language "A". Things like information, rocks, and business reports are non-active, while things like humans, computers, and machines are active. Noun-like elements or decompositions thereof that are active nouns include active nouns and also satisfy this requirement. Based on the required items, verb symbols can be extracted from nouns or specific activities.

Active nouns can generate nouns and other elements. Generation is represented by a line with a plus sign (+) on the end for the element being created.

Active nouns can destroy nouns and other elements. Breakage is represented by a line with a minus sign (-) on the end for the element to be broken.

Active nouns can manipulate nouns and other elements. Manipulation includes change, change and physical movement. Manipulation is represented by lines with arcs on the ends for elements that are manipulated nouns.

Active nouns can use nouns as (usually inactive) information. As mentioned, to make something into information is to answer the problem.

It is used as the information indicated by the line with the back arrow at the end of the object with information.

Active nouns can use nouns (usually inactive) as input. It is most commonly used to represent such things as raw materials used in activities or processes. It is used as an input indicated by an arrow with an arrow head at the end of the object side using the input. In addition, by processing the data as input, it is possible to distinguish information that is a response to a question from data used as an input.

An active noun can use a noun (usually inactive) as a constraint or rule placed on a process or action. Use as a rule is indicated by a line with a double reverse arrow at the end of the object with the rule.

Two active nouns may be cooperating. Cooperation is a two-way interaction. The two-way arrow passing through the 'conduit' represents cooperation. Since information (or commands) can be sent from each other, cooperation is more common among activities, since there must be operations on the transmitter sending the message and the receiver operating on and receiving the message.

Active nouns can command active nouns. The command is a one-way interaction. The command is represented by an arrow passing through the tube, with the direction of the arrow at the end toward the object receiving (and executing) the command.

Cause An element can generate something. 'Cause' differs from 'create' because it is indirect. This doesn't make the customer unhappy (some behavior in this part is the customer's misfortune). This relationship can exist between any two elements. The dashed line passing through the 'conduit' with the arrow at the end of the element side being generated indicates the 'cause'.

An element can change something. The cause of change is different from 'manipulation' because it is indirect. The cause of the change is indicated by the dotted line with the 'arc' at the end of the element.

Modifiers

'Attribute' describes some characteristic or quality of an element. The 'property' is represented by a flat long disk, 'light' on its plane and connected to the element. 'Properties' can be concrete or derived. 'Creek attributes' are things like color, size, phase, state and other "objective" phrases. The 'induced attribute' is in the eye of the beholder. Things such as quality and easy-to-work places fall into this category. Derived attributes are based on some mental model of what the attribute means. A dash of quality cannot add a product during quality assurance, so it becomes 'attribute' if a set of conditions is true.

The 'absence' of an element may cause problems, and we may want to indicate that something is not there. The member is represented by an oblique line passing through the missing element. Absence is widely used to illustrate damage in context and is particularly useful for drawing attention to lost relationships.

Activities: Active nouns may have activities that are clearly characterized. An activity is a specific action with results that can be measured and / or obtained. Activities can be responsibility or procedure.

Responsibility is an activity that is measured by results rather than behavior. Responsibility is represented by text on a line that is lightly attached to the element on the plane.

A procedure is an activity that is measured by results and behavior. A related procedure is a set of steps (SETP-BY-STEP) of instructions to perform an activity. The procedure is connected to the element lightly on the plane and represented as text on the line above the document icon.

It is sometimes useful to organize activities hierarchically, to represent that a whole is a single operation as a single element in a larger operation. As described above, sub-operations may be referred to as operations within a certain operation. In addition, sub-actions are associated with elements lightly on the plane and represented by text on the lines above the action icons.

An activity performed by a computer may have business or content rules for performing computer operations related to the activity. Content rules are lightly linked to elements on the plane and displayed as text on the line above the computer icon.

Activity with interface rule

An activity performed by a person using a computer may have specifications for an interface or interface rule associated with the activity. To indicate this, a monitor icon is placed below the text line of the activity.

Prepositions: Prepositions represent relationships between elements.

The two elements can be aligned. Elements are aligned if they have the same purpose. Alignment is represented by the dashed line passing through the 'conduit'.

The two elements can be 'matched'. The elements are 'matched' when they are compatible or synchronized at the operating level. The line passing through the 'conduit' represents 'conformity'.

The two elements can be in 'identity'. The 'same' element may have a different name for certainty or need.

An element is implemented or partially performed by another element. What is done is used to indicate the satisfaction of certain conditions and is the relationship between the different forms. What is done is represented by a line with a double arrow head from the element being executed to its execution, and the arrow head at the end of the element is 'implementation'. Partly performed is indicated by the dotted line with the double arrow head from the element being performed to its partial implementation, and the arrow head at the end towards the element is a partial implementation.

One element is replaced or partially replaced by another. This happens when something becomes obsolete. What is replaced is indicated by a line with an "x" at the end towards the element being replaced. Partially replaced is indicated by a dashed line with an "x" at the end towards the element being replaced.

Nouns are part of other nouns grouped together to form a whole. Some are represented by arrows with right angles moving from the top of some to the bottom of the whole, with arrows at the ends of the whole.

Nouns can be included in other nouns. What is represented is indicated by a curved arrow with an arrow at the end of the container from where the element is included to the top of the element with the element.

An element can be a type or type of another element. This is the case when types or forms share theorems. This relationship is not just one element and pattern, but may exist between any two elements, and this may be used to define what are shared theorems. In the former case, all that one wants to show, without explaining their shared theorems, is that one element is in the form of another. A curved arrow with a straight line indicates the shape moving from the element in the form of an arrow at the end of the element side.

Conjuctions : Connections are used to combine elements.

Time: Depending on the context, Western cultures interpret left to right and top to bottom like time sequences. Use automatic interpretation to describe the time sequence of activities in the execution scenario.

May be useful for clarifying the timeline. The timeline can show if time has passed. Also, the activities of the object can be located along the timeline in terms of the time they are executed. The timeline alternates between short and long dashes. The timeline is needed to show the time in the context.

There may be a delay in the timeline. The delay is represented by two 45 ° lines indicating the start and end of the delay. Attributes are used to describe conditions or restart delays.

The set of activities may be iterative. The repetitions of the two vertical lines that mark the beginning and end of the segment indicate 'repeat'. The attribute is attached to the right vertical line indicating the condition to stop the repetition. Repeats can be located.

Selection from alternatives: Usually things are not fixed. Alternatives to path or element relationships, attributes, parts, etc. of time sequences are possible

There may be one or more of the elements. One or more are represented by lines with the number of branches corresponding to the number of alternatives. Nor is it a choice and should not be clearly indicated. It may be used to indicate such things as the likelihood of one or more paths or one or more relationships, one or more attributes, one or more, one or more portions, etc. within a time sequence.

Only one of the alternatives may exist. Only one is represented by a line with a vertical line through the number of branches corresponding to the number of alternatives.

Sometimes activities can be executed in any order. Parentheses indicate any order.

From the foregoing, it will be appreciated that there has been a need for effective techniques for modeling business. According to the present invention, there is provided a business support framework and architecture modeling method and structure that substantially eliminates or reduces the disadvantages and problems associated with conventional business and IT modeling techniques.

In accordance with an embodiment of the present invention, a business support framework and architecture modeling method is provided that includes identifying manageable entities of a business. The overall architecture of the business is determined to define how the manageable entities are interrelated. The overall enterprise architecture is represented by a tower model with six basic components: strategic planning, business architecture, information architecture, application architecture, technology infrastructure architecture, and enterprise information technology management framework. Each basic component or plane of the tower model may include sub-planes that further define the architecture of the enterprise. Conventional languages are implemented to clarify the overall architecture. Technical requirements for the business are analyzed and planned for the entire architecture and implemented according to the overall architecture.

The present invention provides various advantages over conventional business modeling techniques. For example, one of the technical advantages is to provide a field for delivering repetitive and effective information technology that enables solutions to accommodate business needs. Another technical advantage is to promote the integration of technology and business to plan and formulate technology strategies that support and direct business efforts. Another technical advantage is to provide a common model for clearly expressing the essential components of an enterprise architecture, as well as a basis for information technology planning and integration approaches. Another technical advantage is the effective management of the heterogeneous technical environment. Those skilled in the art will readily understand other technical features from the following figures, detailed description and claims.

Claims (12)

In modeling information technology frameworks and architectures that support integrated businesses and businesses, Identifying manageable entities of the assistance information technology and the business; Determining an overall architecture for the business, the overall architecture defining how the manageable entities relate to each other; Implementing a common language to articulate the overall architecture; Analyzing information technology requirements for the business; And Planning the implementation and deployment of information technology according to the overall architecture Method comprising a. The method of claim 1, wherein the overall architecture includes a plurality of components, the plurality of components comprising a strategic plan, a business architecture, an information architecture, an application architecture, a technology infrastructure architecture, and an enterprise IT. And a management framework. The method of claim 1, wherein the overall architecture targets people, processes, and technology of the business. The method of claim 2, wherein the strategic planning component comprises a business plan, a product plan, a financial plan, an organizational plan, a marketing plan, and an information technology plan that supports the plans. 3. The method of claim 2, wherein the business architecture component defines current business directions, goals, and support methods, as well as future directions, goals, and support methods. 3. The method of claim 2, wherein the information architecture component provides a geo-structural view of information and data management guidelines, information application software portfolios, and information specific technology deployments. 3. The method of claim 2, wherein the application architecture component defines an integrated relationship to the business and an application software portfolio. 3. The method of claim 2, wherein the technology infrastructure architecture component enables access to information about the IT platform and geospatial layout. The system of claim 2, wherein the enterprise information technology management framework component provides information technology services and products, management of the services, IT systems and network management, and enterprise IT management organizational capabilities, aptitudes, functions, and execution models. Characterized in that the method. The method of claim 1, Decomposing the manageable entities such that each of the manageable entities has relative independence from other manageable entities but is related to the overall enterprise architecture Method further comprising a. 2. The overall architecture of claim 1, wherein the overall architecture comprises the context and foundation configuration necessary to build a strategic IT plan, an entire enterprise architecture, or enabling IT solutions for an enterprise. Providing a starting point for determining the element and the elements. In an architecture for modeling information technology frameworks and architectures that support integrated businesses and businesses, Includes an overall architecture that defines how manageable entities of a business relate to each other, The overall architecture is Strategic business planning components that provide context and guidance that drive the definition of business functions, methods, systems, and organizations; A business architecture component that reflects what the business does now and what to do in the future to achieve specific business requirements; An information architecture component indicative of what information to convey to individuals throughout the business; Application architecture components that support business method execution and information flow; A technology infrastructure architecture that defines what information technology components are needed to support the execution of activities and to enable access to information; Enterprise information technology management architecture components covering business and organizational management, providing system, network, and element management in addition to information technology services and products. Structure comprising a.